A team is a group of people with complementary skills that are committed to a common goal, approach, and performance goals. All are held accountable for their actions. This definition will help you to understand the strengths and weaknesses of the team approach.
Because individual efforts and group performance are interdependent, the team is the most productive unit of performance an organization can have. If the company has a strong performance ethic, the team can achieve specific results together.
Each member of a team must be committed to the common goal and a set of related performance goals. Each member must be convinced that the overall goal of the group is directly related to the company’s success. They must also work together honestly in assessing the performance relative to that objective. A number of factors are critical to a team’s internal strength.
Research shows that the majority of teams are composed of between 2 and 25 people, but the average team is made up of less than 10. Because of the difficulty in interacting as a team, smaller groups are more productive. Larger units are less likely to agree on the actions that will move the team forward in a timely manner.
Many times, large teams are broken down into smaller sub-teams responsible for secondary aspects of the problem or project.
Teams must have the right combination of skills in order to be successful.
Technical and Functional Expertise
Team members must have the technical and functional knowledge required to achieve the team’s goals. The problem’s scope and the abilities needed to solve it define the specific expertise.
Problem Solving and Decision Making Skills:
Teams need to be able to identify and solve any issues or opportunities. They should be able to evaluate the options available and make the necessary trade-offs before moving forward. It is essential that all members of the team have advanced problem-solving and decision-making skills to move the team forward.
Effective communication and constructive conflict resolution are essential to practice interpersonal skills.
These skills are dependent on interpersonal skills and emotional intelligence. This includes empathy, respect, active listening, empathy, and the ability to take risks, accept criticisms, and build trust. When leaders choose members for their teams, they should use common sense to select the right mix of skills and personalities to accomplish the goals of the group. These interpersonal skills should be taken into consideration when choosing team members, even though many teams are assembled according to more subjective criteria or a formal job description.
By working together to create a purpose, teams can develop direction and momentum. Groups that are successful invest a lot of time and effort to find, define and agree to a goal that is theirs individually and collectively. This gives the team an identity that goes beyond the sum of their individual members. This identity helps to keep conflict, which can be both dangerous and necessary for teams, constructive by providing a standard against which to resolve disputes between individual and group interests.
Teams need a common approach or how they will work together. Individual members must agree on the roles and responsibilities of each member, as well as how their schedules and adherence will be managed. They also need to decide on how continuing membership will be earned, who will do what, and how decisions will be made and modified. This includes when and how it will change its approach to getting the job done. A joint team approach is built upon agreement on the operational details and how they integrate individual abilities and improve team performance.
Without the ability to hold itself responsible, a team cannot be viable. A team that shares a common goal and approach will be more accountable for its performance individually and collectively. To ensure accountability, teams also develop performance goals.
Accountability is a sign of a team’s commitment to its purpose and approach. Groups that lack mutual accountability for their performance haven’t created a common goal or strategy that can sustain them all as a group.